Sales Strategy · Sales

What is the best way to engage a sales pro for a highly developed, early stage business startup?

Dan Kaminsky Executive Producer, Spice DNā, Digital Content Specialist, Video, Web & Social.

June 25th, 2015

Our startup is in great shape.  Our 2 co-founders bring a wealth of expertise and hands-on ability that have driven us to build a highly developed platform for Real Estate Sales Professionals and onboard our first 1000 users.  Our organic growth has been a little slower than anticipated but our product has been validated as we are upgrading free members to paid.  It is becoming clearer that old fashioned sales can make an impact on this business.  There is revenue to be made now.  The challenge is our 2 co-founders are bogged down and on the-street selling is not an option.  Is it realistic to engage someone with a very aggressive commision package?  No one worth their wait will work for free and I would never expect them too.  However, there could be an opportunity for someone with good leads to possibly build some equity or take home high commissions on sales.  Is this an avenue worth pursuing or are we dreaming that an appropriate person would be interested in such a package?

David Telleen-Lawton Using Customer Discovery to mold innovative Master of Technology Management degree

June 25th, 2015

Dan,
Realistically, you are not validated until you have a sustainable business model. You HAVE likely been doing some important validation, but if you were validated you would know the conversion rates, etc.

I've been the first sales person at a number of startups. I was always willing to take the risk for an opportunity that was promising, but I always required equity (stock options) as well as commission and base. If you in fact have a real business opportunity, as Paul and James point out, you CAN figure out the numbers...the equity is attractive to someone that wants to grow the business.

What I would suggest is that when you identify and engage with someone that is promising, ask them to suggest a compensation plan. They won't be able to until they spend a bit of time with you and your product, but anyone worth their value is willing to do this upfront....if the opportunity is really there.

Don't focus on what "leads" they can bring! Those "leads" run out real quickly. Focus on someone that can tell you the process they would use, shows you the evidence (your own or theirs) that suggests it's true, and lays out a plan that makes sense to the two co-founders.

Meanwhile, if the co-founders really do not have time for customers, I'd be a bit worried about the long-term prospects of this venture. If key management doesn't understand the business model (which includes the sales model) and they don't care to understand it, my experience is that you have to have luck on your side, too.

If you DO understand the sales model, then it ought to be easy to structure the compensation, too.

Wait a minute...you're the CEO...what are YOU doing with YOUR time if it's not focused primarily on revenue for a "validated product" with "1,000 users" and "premium users" that is the first place to find your first sales pro...hardly any marginal cost! 

James Rossiter Technology Executive

June 25th, 2015

There are several excellent tech sales and marketing companies that can augment your sales bandwidth and capability.  If you have a platform that is ready to scale and a value prop that has proven ROI metrics,
it may be a more effective and less costly approach to align with one of these firms rather than try your own hit or miss hiring of a sales team.

David Telleen-Lawton Using Customer Discovery to mold innovative Master of Technology Management degree

June 25th, 2015

Well, that does paint the picture a bit more clearly.  By implication, you're saying that "marketing thru engineering" and "advocacy strategies" are a higher priority than converting users to paid customers.

That would imply one or both of those activities will lead to sustainable cash flow or an investment that substitutes for that.

I can't help but suspect converting users to paid customers may be a bit more important than one or both of the above.

What I'm suggesting is NOT that you change roles, but rather you act the role until you understand it...then hiring the right person is easy.  Hiring someone to do something you do not understand is a good way to find the wrong person and that's very expensive for a startup at your stage.

Select three users plus ALL of your Premium users (take no more than 30-60 minutes to do this...no stalling!), call them or contact them to set up a phone conversation (face to face preferred).

When you meet with them, ask them:
How they heard of you?
Why did they sign up?
What problem were they trying to solve?
When was the last time they used it?
Why not more often?
Why not a premium user?  Or why converted to Premium?
What would it /did it take to be a premium user?
When will they use it next?
Do you mind if I get back to you if I have any other questions?

Call the next one.

Discuss your findings with your co-founder.
Decide who (what type of user) you want to talk to next
Call
Repeat

I guarantee you that before you get to 15, you will know a ton more about your business model, what features are most important to work on, what type of sales person to hire (a recent college grad may do the trick...you'll find out with your calls), what better ways there are to "market through engineering" and what better "advocacy strategies" to pursue....or you will find out you need to talk to a few more because none of these users are going to lead to cash flow and help you keep the lights on. 

Or maybe you find that you need LOTS more development for an essential feature to convert to Premium, and you use this data to attract an investor. 

James Hogan Vice President of Worldwide Sales at ShareVault

June 25th, 2015

Whenever I've heard this kind of question I'm reminded of the old adage "you get what you pay for..."

Seriously, run the numbers. Are leads converting at a pace that can support hiring a SDR or outside sales person? What quota would the SDR carry? What is your retention goal? What net return will you generate on the SDR?...

It nets out to a data informed business decision that needs to be made every time you hire a sales (or marketing) person. 

Paul Stefunek Managing Director at ZRG Partners, LLC

June 25th, 2015

I echo Jim Hogan's comments.

A model you can consider if the numbers support building your own sales team, is a sliding scale compensation plan. Provide the sales team or leader - with a higher base/draw at the onset for x months and a lower commission rate. As the pipeline builds over time (x months), slide the scale to a lower base/draw and a higher commission rate.

Laurelle Johnson, MBA

June 26th, 2015

I agree with many of comments above.  But all I saw was a concern about how to pay a sales person, how to set the commissions + bonuses + salary options, etc.  Great Sales People run on 1) recognition, 2) pay 3) great customers to work with 4) training on product, training on market, training on client. 

No sales person worth his/her salt steps out into the marketplace without training and wikipedia knowledge of their product, market, and compensation plan. 

What will you be offering to a 'hunter' besides a great commission plan?  Are you able to train them thoroughly on competition, marketplace size, lead generation via other mean besides cold calling?  

Are you available to give them a pep talk when they need it?  Will you available to talk through resistance in the marketplace, generate new leads, and listen when they give you valuable client feedback?  What is the definition of a great sale?  Will it be in numbers of Premier client signed in one sales call?  Will you be able to give them the 30,000Ft. view of the 'landscape' to help them stay focused on the best opportunities for a close? 

Hunter's like to know they are part of a 'team' and have a wide-open market and the support of their team when the client get 'difficult' and when the going get rough. 

It is not as complex as it sounds, but if you want your sales person to focus on the marketplace, all the other factors need to be figured out first.  It helps attract the right person to grow the revenue and client base 

For more info:  laurelle at laurellejohnson dot com


Ken Queen Income For Baby Boomers

June 25th, 2015

It depends on how serious you are to want to hire the best salespeople.

The good ones have heard all the smoke and mirrors stories so you have to offer something substantial.
I would say you would want to take the best salespeople out there that have or are doing the super sales level now, the leaders or wake up some old leaders.

Put your self in their shoes and ask yourself what you would want if you where in their position.
For me I would say some basic salary but most of their profits tied to the success of the company.
It can't be some vague promise, they have to feel they have actual shares in seeing the company make it.

You could have some statement that you could buy back those shares at a certain price if certain things don't happen that are bases on their performance. With this approach they will do all in their power to make it happen.

Again the principle being how real is this opportunity and what are their guarantees if they work out.
They need some skin in the game but they have to know if they preform they get their share in the success.

Always put yourself in their shoes, what would you want an agreement to look like if you where them?   

Arbie Bonifacio Entrepreneur

June 25th, 2015

A more appropriate and realistic approach would be a combination of a reasonable upfront money, (which secures a full time commitment and all out effort on the salesman's part, while providing for his "basic" needs to start the ball rolling) and an attractive/equitable commission package that will drive him to work to be able to put food on the table. The ownership stocks, etc can be offered as optional perks/ bonuses for above average performance/results. I am speaking as a professional salesman who may be interested to work with/for you, depending on the product/s we have to offer the market. Sent with love ❤️and a big smile

Rob Edenzon Acting Vice President, Sales at Armorway Inc.

June 25th, 2015

Dan:  I am currently engaged with 2 start-ups in the capacity you describe.  I have over 30 years of sales experience.  My goal with these start-ups is to close an initial group of customers to prove out the model for a round of funding that will allow them to build out a sales team.

There are many financial models available to start-ups to gain access to resources like me.  Too many to describe here.

Let me know if you'd like to talk.

Brian Carr Vice President Sales- East at Snikiddy, LLC

June 26th, 2015

Dan, prepare a financial program for a potential sales candidate. Possibly appoint an individual who sells similar or non competitive items to the same sales channel you are looking at. Treat them like a broker. Just a thought. I need to know the products and sales channel your targeting for more specifics thoughts. Thanks, Brian Enjoy Your Day! Bgcarr57@gmail.com c. 201-931-6698 From iPad